TransAlta Corporation 2019 Investor Day Monday, September 16, 2019 - - PowerPoint PPT Presentation

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TransAlta Corporation 2019 Investor Day Monday, September 16, 2019 - - PowerPoint PPT Presentation

TransAlta Corporation 2019 Investor Day Monday, September 16, 2019 1 Forward Looking Statements This presentation includes "forward-looking information", within the meaning of applicable Canadian securities laws, and


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TransAlta Corporation

2019 Investor Day

Monday, September 16, 2019

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This presentation includes "forward-looking information", within the meaning of applicable Canadian securities laws, and "forward-looking statements", within the meaning of applicable United States securities laws, including the United States Private Securities Litigation Reform Act of 1995 (collectively referred to herein as "forward-looking statements"). All forward-looking statements are based on our beliefs as well as assumptions based on information available at the time the assumption was made and on management's experience and perception of historical trends, current conditions, results and expected future developments, as well as other factors deemed appropriate in the circumstances. Forward-looking statements are not facts, but only predictions and generally can be identified by the use of statements that include phrases such as "may", "will", "can"; "could", "would", "shall", "believe", "expect", "estimate", "anticipate", "intend", "plan", "forecast" "foresee", "potential", "enable", "continue" or other comparable terminology. These statements are not guarantees of our future performance, events or results and are subject to a number of significant risks, uncertainties and other important factors that could cause our actual performance, events or results to be materially different from that set out in the forward-looking statements. In particular, this presentation contains forward-looking statements including, but not limited to, statements relating to: the Company’s strategies,

  • ngoing objectives and outlook for 2019 and subsequent periods, including being a low-cost generator and ability to participate in growth; relationship with TransAlta Renewables, including the annual receipt of

approximately $150 million in dividends and either reinvesting such dividends in high returning projects or returning capital to shareholders; decreases in emissions and the extent thereof; forecasted Alberta energy and AECO natural gas pricing; Alberta’s expected market fundamentals, including load growth and capacity requirements; future Alberta energy pricing; expected reductions to TransAlta’s marginal cost; market design and carbon policy in the various jurisdictions, including the Technology Innovation and Emissions Reduction program in Alberta, the $30/tonne of CO2E pricing, and receipt of credits for renewable generation; the continuation and realization of future benefits from Project Greenlight; the brownfield investments in the Alberta fleet and expected returns; increase in cash flows from Alberta Hydro following 2020; contract extensions; benefits and returns expected to be realized from the coal-to-gas conversion strategy, including significant reduction in emissions costs, operating costs and outage times; execution of the base conversion plan, including the timing of conversions, ability to secure gas supply, the anticipated capital costs and receipt of regulatory approvals; extension of asset lives as a result of conversions; returns from repowering units and EBITDA potential; U.S. market trends in installed generation; existing growth projects, including the timing of commercial operation, capital invested and expected unlevered returns; acquisition of the 49% interest in the Skookumchuck wind farm; EBITDA from the Company’s growth projects; dividend levels and the payment of dividends equal to 10% to 15% of deconsolidated funds from operations; capital allocation, including as it pertains to dividends, sustaining and productivity capital, growth, conversions, debt reduction and share buybacks; expected reduction in senior recourse debt; post-Hydro PPA debt/EBITDA metrics; sources and uses and funding requirements in 2020 to 2023, including ability to refinance 2022 debt; funding plan of TransAlta Renewables; and any uplift to be realized in Company’s current share price. The forward-looking statements contained in this presentation are based on many assumptions including, but not limited to, the following material assumptions: no significant changes to applicable laws in the markets in which we operate; assumptions referenced in our 2019 guidance; our Alberta hydro assets achieving their anticipated value, cash flows and EBITDA once the applicable power purchase arrangements have expired; no material decline in the dividends expected to be received from TransAlta Renewables Inc.; the expected life extension of the coal fleet and anticipated financial results generated on conversion; the construction by Suncor of approximately 800 MW of cogeneration in Alberta; assumptions regarding the ability of the converted units to successfully compete in the expected Alberta energy-only market; and assumptions regarding our current strategy and priorities, including as it pertains to our coal-to-gas conversions. The material assumptions used in the preparation of the forward-looking statements contained herein, which may prove to be incorrect, include, but are not limited to, the assumptions set forth herein and in management's discussion and analysis (“MD&A”) and the Company's Annual Information Form dated as of February 26, 2019. By their nature, forward-looking statements are not guarantees of future performance, events, results or actions and are subject to a number of significant risks, uncertainties, assumptions and factors that could cause

  • ur actual plans, performance, results or outcomes to differ materially from the forward-looking statement. Factors that may adversely impact what is expressed or implied by forward-looking statements contained in

this presentation include, but are not limited to, risks relating to: the failure of the second tranche of the Brookfield investment to close; the outcomes of existing or potential legal actions or regulatory proceedings not being as anticipated, including those pertaining to the Brookfield investment and the South Hedland power station; changes in our relationships with Brookfield and its affiliated entities or our other shareholders; our Alberta hydro assets not achieving their anticipated value, cash flows or adjusted EBITDA; the inability to complete share buy-backs within the timeline or on the terms anticipated or at all; fluctuations in demand, market prices and the availability of fuel supplies required to generate electricity; changes in the current or anticipated legislative, regulatory and political environments in the jurisdictions in which we operate; environmental requirements and changes in, or liabilities under, these requirements; operational risks involving our facilities; changes in market prices where we operate; unplanned outages at generating facilities and the capital investments required; equipment failure and our ability to carry out repairs in a cost effective and timely manner; delays in construction and/or cost overruns; the effects of weather; disruptions in the source

  • f fuels, water or wind required to operate our facilities; energy trading risks; failure to obtain necessary regulatory approvals in a timely fashion; negative impact to our credit ratings; legislative or regulatory

developments and their impacts; increasingly stringent environmental requirements and their impacts; increased competition; global capital markets activity (including our ability to access financing at a reasonable cost); changes in prevailing interest rates; currency exchange rates; inflation levels and commodity prices; general economic conditions in the geographic areas where TransAlta operates; and other risks and uncertainties discussed in the Company's materials filed with the Canadian securities regulatory authorities from time to time and as also set forth in the Company's MD&A and Annual Information Form for the year ended December 31, 2018. Readers are urged to consider these factors carefully in evaluating the forward-looking statements and are cautioned not to place undue reliance on them, which reflect the Company's expectations only as of the date hereof. The forward-looking statements included in this presentation are made only as of the date hereof and we do not undertake to publicly update these forward-looking statements to reflect new information, future events or otherwise, except as required by applicable laws. In light of these risks, uncertainties and assumptions, the forward-looking statements might occur to a different extent or at a different time than we have described or might not occur at all. We cannot assure that projected results or events will be achieved. Certain financial information contained in this presentation, including EBITDA, FFO and FCF, on a consolidated or deconsolidated basis, are not standard measures defined under International Financial Reporting Standards (“IFRS”) and may not be comparable to similar measures presented by other entities. TransAlta’s deconsolidated FFO is a non-IFRS measure and can be reconciled to TransAlta’s reported 2018 cash flow from operating activities ($820 million) by: (A) adding back changes in non-operating working capital balances ($44 million), adding back decreases in finance lease receivables and other ($59 million and $4 million), and subtracting $157 million for the Sundance B and C PPA termination (for funds from operations of $770 million); (B) subtracting distributions paid to Canadian Power Holdings ($86 million); (C) removing TransAlta Renewables’ 2018 FFO, calculated as TransAlta Renewables’ cash flow from operating activities ($385 million) plus changes in non-operating working capital balances ($5 million), less finance and interest income ($171 million), plus AFFO from economic interests ($162 million) (for TransAlta Renewables’ FFO of $381 million); and (D) plus the dividends received from TransAlta Renewables in 2018 ($151 million). These measures should not be considered in isolation or as a substitute for measures prepared in accordance with IFRS. Presenting these items from period to period provides management and investors with the ability to evaluate earnings and cash flow trends more readily in comparison with prior periods’ results and, in the case of the deconsolidated FFO and Debt/EBITDA, it allows shareholders to understand how the dividend at TransAlta Renewables is being either returned or invested for TransAlta shareholders. For further information on non-IFRS financial measures we use, see our most recently filed MD&A, filed with Canadian securities regulators on www.sedar.com and the Securities and Exchange Commission on www.edgar.com.

Forward Looking Statements

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Presenters

Dawn Farrell President and Chief Executive Officer John Kousinioris Chief Operating Officer Todd Stack Chief Financial Officer Brett Gellner Chief Development Officer Wayne Collins Executive Vice- President, Generation Aron Willis Senior Vice-President, Growth

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Agenda

Strategic Overview Dawn Farrell 9:30 am Market Fundamentals John Kousinioris Operations Review John Kousinioris Conversion to Gas Wayne Collins and Brett Gellner Break 10:45 am Renewable and On-site Generation Growth Aron Willis Financial Plan Todd Stack Concluding Remarks Dawn Farrell Q&A 11:30 am

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5 Coal Clean Energy

Why Invest in TransAlta

  • Strategy of 100% Clean Energy unchanged – execution well underway
  • Strong cash flows with significant upside potential
  • TransAlta’s fleet will be a competitive low-cost generator in the Alberta energy-only

market

  • TransAlta Renewables well positioned to fund and participate in growing demand for

renewables and on-site generation

  • Balance sheet, cash flow and capital available to fund current growth plans
  • Strong culture focused on safety, operational and financial excellence
  • Attractive equity entry point

PORTFOLIO TRANSFORMATION WELL UNDERWAY

100% Gas and Renewables Generation

Clean Energy Today Post-2025

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Vision, Mission and Values

Powering Economies and Communities

Vision A leader in clean energy – committed to a sustainable future Mission Provide safe, low-cost and reliable clean energy Values Safety Innovation Sustainability Respect Integrity

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TransAlta Summary

TECHNOLOGY DIVERSITY IN 20213 GEOGRAPHIC DIVERSITY IN 20213

1) Price as at September 11, 2019. Non-Controlling Interest of TransAlta Renewables based on market value. 2) Free cash flow (FCF) is an important metric as it represents the amount of cash that is available to invest in growth initiatives, make scheduled principal repayments on debt, repay maturing debt, pay common share dividends, or repurchase common shares. 3) Based on MW of owned capacity. Includes projects under construction and excludes one of the Centralia coal units as it is retiring at the end of 2020.

Corporate Snapshot

Enterprise Value1 $8.1 Billion Market Capitalization1 $2.4 Billion Dividend Yield1 1.9% 2019E EBITDA (guidance) $875M - $975M 2019E FCF2 (guidance) $270M - $330M 71 generating facilities with 7,939 MW of capacity spanning multiple technologies and regions

Alberta 62% United States 14% Rest of Canada 18% Australia 6%

US Coal 9% Alberta Coal 23% Alberta Gas Repowered 16% Gas 17% Wind/Solar /Battery 23% Hydro 12%

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Business Model Clarity

Hydro Assets Centralia & Other Energy Marketing Contracted Renewable Assets Contracted On-site Generation

Portfolio run by a single leadership team Provides operational and financial synergies driving competitive advantage

~$150 million in dividends

Converted Alberta Assets

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Key Accomplishments Since 2017 Investor Day

  • Secured four new contracted wind farms which will generate stable, long-

term cash flows

  • Advanced discussions with numerous cogen customers

Continued to Grow

  • Reduced TransAlta level debt by over $320 million since year-end 2017
  • Secured $750 million strategic investment from Brookfield, surfacing

hydro value

  • Purchased and cancelled ~5.7 million TransAlta shares for a total of $44

million

Prudent Capital Allocation

  • Generated record Free Cash Flow of $367 million1 ($1.28 per share) in

2018

  • Awarded $58 million of additional PPA proceeds from Balancing Pool
  • Greenlight delivered $70 million of value for the full year 2018

Strong Cash flow

  • Pioneer Pipeline transported first gas four months ahead of schedule
  • Significantly increased co-firing and advanced conversion program
  • Acquired 100% ownership of Keephills 3, resulting in more streamlined
  • perations
  • Secured supportive regulatory policy

Advanced Conversion to Gas Strategy

1) Adjusted to exclude the $157 million received during the first quarter of 2018 related to the Sundance B and C PPA termination payment

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Positioned for Future Alberta Energy-Only Market

  • Scale, operational expertise and portfolio diversification provide unique advantages and

position TransAlta well for the continued Alberta energy-only market

TOP FIVE GENERATORS IN ALBERTA (MW)

Well positioned for the Alberta energy-only market

Source: Alberta Electric System Operator (AESO)

  • 500

1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 TransAlta Capital Power ATCO Suncor ENMAX Thermal Hydro Wind

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Positioned for Future in Renewables

  • TransAlta/TransAlta Renewables has more than doubled its renewable fleet since 2008
  • Our existing presence and expertise position us well to participate in the growing

demand for renewable energy

GROWTH IN RENEWABLE GENERATION (MW)

Nearly tripled EBITDA from renewable assets since 2008

Annual EBITDA Generated by Renewable Assets Percentage of EBITDA2 $322M1 33% $367M 38% $98M 10%

500 1,000 1,500 2,000 2,500 3,000 2008 Current Current+Under Construction Hydro Wind Solar+battery

1) Current Annual EBITDA represents 2018 full year. 2) Percentage of EBITDA Adjusted to exclude the $157 million received during the first quarter of 2018 related to the Sundance B and C PPA termination payment

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ESG Leadership at TransAlta

Four years of voluntary integrated reporting

  • Empirical evidence shows that Environmental, Social and Governance (ESG) performance is correlated with

financial performance

1) The injury frequency rate (IFR) measures work-related medical aid and lost-time injuries per 200,000 hours worked. IFR is calculated using a combination of actual and estimated exposure hours.

0.00 0.50 1.00 2014 2015 2016 2017 2018

INJURY FREQUENCY RATE (IFR) GHG EMISSIONS (MILLION TONNES CO2E)

Diversified Board and senior management team

  • Board average tenure of less than five

years

  • Board and Workplace Diversity Policy in

place since 2015

Substantial decrease in GHG emissions

  • Reduced total GHG emissions by 14.2

million tonnes since 2014

  • Targeting a 40% decrease in emissions by

2030

  • No coal generation past end of 2025

Safety performance

  • 37% reduction on Injury Frequency Rate1
  • ver five years (0.54 vs 0.86)
  • Target Zero – aspirational goal to have

zero accidents

TransAlta Industry Average Women on executive team 40% 25% Women on Board 33% 31%

BOARD AND EXECUTIVE TEAM DIVERSITY

10 20 30 40 2014 2015 2016 2017 2018 Targeted 2030 <2 yrs 42% 3-5 yrs 25% 5+ yrs 33%

BOARD TENURE

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ESG Rankings and Recognition

Carbon Disclosure Project Indices

  • Voluntary reporting since 2010
  • Industry and North American leader on climate

change management, performance and disclosure

  • Current Score: B (Management)
  • Industry and North American Average

Score: C (Awareness)

Task Force on Climate-related Financial Disclosures

  • Voluntary aligned climate change disclosure since

2016

Community Engagement

  • Silver level PAR (Progressive Aboriginal

Relations)

  • United Way “Thanks a Million Award” recipient

since 2001

  • Supporter of Calgary Stampede since 1938

TransAlta has reported on sustainability for over 25 years

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Strong Financial and Market Performance

AVERAGE ANNUAL TOTAL SHAREHOLDER RETURN FOR LAST THREE YEARS2

1) Adjusted to exclude the $157 million received during the first quarter of 2018 related to the Sundance B and C PPA termination payment and the $34 million OEFC settlement payment received in the first quarter of 2017. 2) Price as at September 11, 2019. Total shareholder return includes return from dividend and share appreciation.

CONSOLIDATED FREE CASH FLOW1 ($ MILLIONS)

$257 $311 $367

$0 $50 $100 $150 $200 $250 $300 $350 $400 2016 2017 2018

Strong free cash flow performance delivering shareholder value

0% 5% 10% 15% 20% 25% TransAlta RNW S&P/TSX Capped Utilities S&P TSX FCF per share $1.08 $0.89 $1.28

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Key Strategic Priorities

Successfully execute conversion strategy Deliver $800 million of announced renewables growth Advance and expand our on-site generation business Increase our presence in the US renewables market Maintain a strong financial position

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Significant Growth Underway

Projects Owned MW Capital Invested

(CAD$ millions)

Expected Returns Expected COD RNW

Big Level Wind 90 $225 - $240 High single digit Q4 2019 Antrim Wind 29 $100 - $110 High single digit Q4 2019

Potential RNW Drop- Down

Skookumchuck Wind1 67 $150 - $160 High single digit H1 2020 Windrise Wind 207 $270 - $285 High single digit H1 2021 WindCharger Battery2 10 $7 - $8 Low/Mid teens H1 2020

TA

Boiler Conversions3 1,260 to 2,430 $100 - $200 50+% Late 2020 – 2023 Repowering 590 to 1,180 $500 – $1,000 Mid/High teens 2023/2024 Total $1,352 - $2,003

Expect to invest up to $2.0 billion in TransAlta and TransAlta Renewables in high returning projects

1) Represents TransAlta’s ownership of 49 per cent. 2) Capital investment represents TransAlta portion. 3) Boiler conversions include Sundance and Keephills units and excludes Sheerness units.

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The Plan is Funded

  • TransAlta is well positioned to fund the gas repowering strategy, further strengthen the

balance sheet and return capital to shareholders Sources

  • Free cash flow
  • Existing cash on hand
  • Brookfield investment
  • Debt issuance/refinancing
  • RNW dividend

Uses

  • Growth
  • Debt repayment
  • Share buyback
  • Preferred dividend
  • Common dividend

~$150 million of dividends from RNW are used to return capital to TransAlta shareholders and invest in high returning projects

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8.7x 10.1x 7.5x 2.9x

0.0x 2.0x 4.0x 6.0x 8.0x 10.0x 12.0x TA¹ RNW TA Excluding RNW TA Excluding RNW and Hydro

Attractive Equity Entry Point

  • Market is assigning a very low multiple to TransAlta’s thermal fleet based on the current

market prices for TransAlta Renewables and value of TransAlta’s Hydro assets

  • Merchant U.S. power companies trade closer to 6 – 8x EBITDA, implying a significant

uplift in TransAlta’s current share price

Trading multiples of U.S. merchant IPPs3 Implied value lift of $4 to $7 per share above current share price

TEV/2019E EBITDA MULTIPLES

Annual EBITDA2 ($Millions) $925 $440 $485 $385

Note: Priced as at September 11, 2019. Balance sheet numbers reflect Q2 2019 value. Hydro value assumed to be $2.5 billion. 1) Includes market value of TransAlta Renewables and book value of TA Cogen. 2) Annualized EBITDA represents mid-point of 2019 outlook for RNW and TA, and historical 5-year average hydro EBITDA of $100

  • million. 3) U.S. Merchant IPP peers include NRG Energy and Vistra Energy.
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Attractive Investment

Growing renewables and on-site business Leader in sustainability Disciplined capital allocation strategy Competitive Alberta business with strong returns Solid funding plan in place

A Leader in Clean Energy

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Strong Experienced Team of Leaders

Dawn Farrell President and Chief Executive Officer John Kousinioris Chief Operating Officer Kerry O’Reilly Wilks Chief Legal Regulatory & External Affairs Officer Dawn de Lima Chief Shared Services Officer Todd Stack Chief Financial Officer Jane Fedoretz Chief Talent & Transformation Officer Brett Gellner Chief Development Officer Wayne Collins Executive Vice- President, Generation Aron Willis Senior Vice-President, Growth Blaine van Melle Senior Vice-President, Trading & Commercial

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John Kousinioris Chief Operating Officer

Market Fundamentals

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Key Messages

  • Alberta market design certainty established
  • Supply and demand fundamentals support TransAlta’s gas conversion strategy
  • Steady load growth
  • Supportive natural gas prices
  • Constructive power prices
  • TransAlta’s gas repowered fleet critically important to Alberta's power system

TransAlta’s generating fleet is highly competitive and well positioned for Alberta’s evolving market

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Alberta: Market Changes and TransAlta’s Assets

⚫ Energy-only market retained ⚫ Market outcomes dependent on supply and demand

fundamentals - return on and of capital to be reflected in market price

⚫ Low marginal cost critical to competitiveness ⚫ TransAlta’s fleet well positioned to compete

Market Design

⚫ Technology Innovation and Emission Reduction (TIER)

program effective January 1, 2020

⚫ Similar to existing carbon policy ⚫ Expect $30/tonne of CO2E pricing ⚫ Expect credits for renewable generation

Carbon Policy

Regulatory framework and market design support TransAlta’s investment strategy

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Historical and Future Alberta Energy Prices

ALBERTA ELECTRICITY PRICES – AVERAGE POOL PRICE ($/MWH)

Source: AESO, NGX, EDC Associates Ltd. Forward price as at September 11, 2019.

$58 $58 $61 $62 $67 $69 $72 $77 $81 $82 $84 $86 $87 $89 $0 $20 $40 $60 $80 $100 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033

EDC ASSOCIATES LTD. FORECAST ($/MWH)

$71 $44 $63 $55 $70 $81 $67 $90 $48 $51 $76 $64 $80 $49 $33 $18 $22 $50 $58 $56 $59 $0 $20 $40 $60 $80 $100 2001 to 2018 Average - $57/MWh

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Alberta Market Fundamentals

  • Peak load has grown by 1.5% per year since 2009, an increase of 1,460 MW
  • Forecast projects peak load to increase by an additional ~1,700 MW by 2025

ALBERTA PEAK LOAD INCLUDING BEHIND THE FENCE (MW)

1) Historical Growth Trend assumes 1.5% growth rate over previous year. Source: AESO, EDC Associates Ltd.

Historical Growth Trend1 9,000 9,500 10,000 10,500 11,000 11,500 12,000 12,500 13,000 13,500 2009 2011 2013 2015 2017 2019 2021 2023 2025 Historical EDC Associates Ltd. Forecast

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Historical and Future Alberta Natural Gas Prices

  • Low gas prices expected in the foreseeable future

AECO NATURAL GAS PRICES (CDN$/GJ)

Source: NGX. Forward prices as at September 10, 2019.

$3.95 $6.16 $6.31 $8.23 $6.43 $6.19 $7.80 $4.01 $3.90 $3.47 $2.31 $3.03 $4.23 $2.63 $2.05 $2.25 $1.48 $1.71 $1.74 $1.75 $1.80

$0 $1 $2 $3 $4 $5 $6 $7 $8 $9 $10 Historical Forward

Low natural gas prices support gas conversion strategy

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Expected Marginal Cost Reductions

  • Simplification, optimization of fuel and carbon costs, implementation of shared services

model and gas conversions will reduce fixed and variable costs

ALBERTA ASSETS WEIGHTED AVG. MARGINAL FUEL AND EMISSION COSTS ($/MWH)

TransAlta’s low marginal cost critical to competitiveness in Alberta

$- $5.00 $10.00 $15.00 $20.00 $25.00 100% Coal Future

Chart includes all of TransAlta’s Alberta assets including wind and hydro, and assumes two repowered combined cycle units. Assumes gas price of $2.00/GJ, $30 per tonne carbon price, and 0.37 CO2 tonne/MWh performance standard.

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Alberta Capacity Requirements

ALBERTA PEAK DEMAND AND SUPPLY EXCLUDING BEHIND THE FENCE (MW)

1) The Supply Cushion Metric provides visibility of the Alberta Interconnected Electric System’s ability to meet peak demand on a daily basis. The supply cushion is the difference between the daily available firm supply minus daily peak demand. The supply cushion excludes wind, solar and interties due to intermittent or uncertain nature of supply. Source: AESO - Long-term Adequacy Metrics as of August, 2019.

Important part of the Generation Mix SUPPLY CUSHION1

TransAlta’s thermal generation fleet critical to meeting Alberta’s electricity requirements

  • Energy prices in the energy-only market will need to reflect both capacity and energy

values to ensure a highly reliable electricity grid

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  • TransAlta is an active participant in the ancillary services market
  • Hydro has historically serviced ~50% of the active market
  • Our coal units have been participating in the ancillary services market since the

termination of their PPAs

  • Ancillary services sell, on average, for ~60% of flat energy prices

Ancillary Services Market

  • AVG. ANCILLARY SERVICES VOLUMES (GWH)

2013-2017

  • AVG. ACTIVE ANCILLARY SERVICES VOLUMES

2013-2017 Regulating 1,401 Spinning 2,106 Supplemental 2,105 Standby 2,225 Hydro 47% Other 7% Coal 7% Combined Cycle 10% Cogen 17% Simple Cycle 12%

Source: AESO, Market Surveillance Administrator (MSA).

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Market Design

  • Implementing a capacity market – details to be provided

in the future by the Ontario IESO. Uncontracted capacity eligible to bid

  • TransAlta’s Ontario assets remain under contract and

will not participate at this time Carbon Pricing

  • Large emitters are currently subject to the federal

Output Based Pricing System and are expected to remain under this program until 2022

  • The impacts of this program are expected to be minimal

as TransAlta’s contracts include change in law provisions that allow for cost passthrough to our customers

Ontario: Market Changes and TransAlta’s Assets

TransAlta’s Ontario assets insulated from regulatory changes

Gas Sarnia 499 Ottawa 37 Windsor 36 Wind Melancthon 200 Wolfe Island 198 Kent Breeze 20 Hydro Ragged Chute 7 Misema 3 Galetta 2 Appleton 1 Moose Rapids 1 ONTARIO ASSETS (OWNED MW)

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John Kousinioris Chief Operating Officer

Operations Review

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Key Messages

  • Diversified by fuel type and region
  • Balanced mix of stable contracted cash flows with upside to merchant
  • Continuous improvements in operations and financial performance; Greenlight success

continues going forward

  • Simplified and consolidated business under a single leader

A leader in safe and low-cost generation

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Operating Focus

  • Leadership consolidation
  • Continued reduction in OM&A as operations simplified through

gas conversions and mine phase-out

  • Focus on multi-skilled and flexible workforce
  • Focus on remote operations
  • Standardized integration of new facilities

Simplification

  • Fleet wide optimization of merchant portfolio
  • Focus on fuel and carbon cost reductions
  • Leverage data analytics to drive incremental value from fleet

Optimization

  • Integrated and value-focused approach to provision of common

essential supporting services (IT, Supply Chain, HR) Shared Services

  • Continued focus on bottom-up innovation and capture of external

ideas

  • Ongoing focus on improvements to organizational health

Greenlight

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Asset Overview

Coal and Gas Repowering Wind and Solar Natural Gas Hydro

  • 4,373 MW
  • 11 units, including two

in Washington State

  • Continuous

improvements in

  • perations and financial

performance

  • Alberta platform

provides attractive investment opportunity

  • 1,353 MW
  • 22 facilities
  • Currently four projects

under construction

  • Continued decrease in

construction costs

  • One of the largest

platforms in North America

  • 1,287 MW
  • 11 facilities
  • Operations across

Canada and in Western Australia

  • Highly contracted

business

  • 926 MW
  • 27 units
  • Mix of run-of-river and

storage

  • Expected upside in

cash flows post PPA expiry

  • Key source of ancillary

services in Alberta

  • Not easily replicated

OWNED CAPACITY BY FUEL TYPE (MW) 2018 SEGMENTED CASH FLOW BY ASSET TYPE1 Coal 21% Gas 41% Wind/Solar 24% Hydro 11% Energy and Marketing 3%

1) Adjusted to exclude the $157 million received during the first quarter of 2018 related to the Sundance B and C termination payment. Gas segment includes the Mississauga and Poplar Creek contributions.

1,000 2,000 3,000 4,000 5,000 Hydro Gas Wind and Solar Coal

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ALBERTA

  • Represents approximately 19% of Alberta

generation by capacity

  • Approximately 50 to 55 per cent of

generation contracted through PPAs

  • All PPAs expire at the end of 2020
  • Brownfield investments in the Alberta fleet

will generate strong cash flows and returns and extend life and cash flows to 2048 CENTRALIA

  • Centralia in Washington has two units,

totaling 1,340 MW of capacity

  • Unit 1 retires at the end of 2020
  • Unit 2 retires at the end of 2025

⚫ 28% of capacity contracted in 2020; ~50%

in 2021 - 2025

Conversion to gas will provide strong cash flows well into the future

Coal $185 Gas $364 Wind/Solar $211 Hydro $96 Energy and Marketing $33 2018 SEGMENTED CASH FLOW ($ MILLIONS)1

Coal and Gas Repowering

Keephills 1) Adjusted to exclude the $157 million received during the first quarter of 2018 related to the Sundance B and C termination payment. Gas segment includes the Mississauga and Poplar Creek contributions.

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Hydro

Unique, reliable and perpetual

  • OVERVIEW
  • Own and operate over 90% of Alberta’s

hydro (834 MW)

  • Mix of both storage and run-of-river facilities
  • Brazeau and Bighorn facilities account

for ~80% of ancillary revenue

  • Expecting continued green credits under new

Alberta carbon policy

  • Expect significant increase in cash flows with

the expiry of the Alberta PPAs (end of 2020)

  • Critical back-up for wind and solar
  • Essential for market stability
  • Immediate ramping

Coal $185 Gas $364 Wind/Solar $211 Hydro $96 Energy and Marketing $33 2018 SEGMENTED CASH FLOW ($ MILLIONS)1

Ghost Dam 1) Adjusted to exclude the $157 million received during the first quarter of 2018 related to the Sundance B and C termination payment. Gas segment includes the Mississauga and Poplar Creek contributions.

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SLIDE 37

37 37

  • Alberta PPA Hydro assets earn a

premium to energy market price

  • Ancillary pricing ~60% of energy market

pricing

  • AB hydro assets ideal for providing

ancillary services to the grid

  • Ancillary production consistently higher

than energy production which is limited by hydrology

  • Long-term averages
  • ~3,000 GWh ancillary volumes
  • ~1,500 GWh energy volumes

Hydro – Realized Prices

POWER PRICES ($/MWH) HYDRO VOLUMES (GWH)

$0 $10 $20 $30 $40 $50 $60 $70 $80 2018 2019 YTD Market Price Realized Hydro Price Ancillary Price 2018 2019 YTD

  • 500

1,000 1,500 2,000 2,500 3,000 3,500 2016 2017 2018 Energy Volumes Ancillary Volumes

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38 38

Hydro - EBITDA Currently Generated by TransAlta

Ancillary Obligation Energy Obligation

Assumptions: Other Revenue includes revenues from other hydro assets, transmission assets, and other services provided by the hydro facilities. The realized hydro energy price and ancillary price for 2018 were $59.25/MWh and $31.85/MWh, respectively.

Capacity Payment TransAlta EBITDA excluding PPA Capacity Payment

2018 HYDRO BRIDGE ($ MILLIONS)

Hydro assets currently generating ~$240 million of EBITDA prior to payment of

  • bligations to the Balancing

Pool Opportunity to recover in future through:

  • An increased power price
  • REC credits
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SLIDE 39

39 39 $0 $50 $100 $150 $200 $250 $300 $50 $55 $60 $65 $70 Pool Price ($/MWh)

Hydro - Impact from Higher Alberta Pricing

POST-PPA HYDRO EBITDA SENSITIVITY ($ MILLIONS)

  • Due to the strong correlation between ancillary and energy prices, EBITDA from hydro

assets is highly correlated to energy prices

  • A $5/MWh change in price equals ~$18 million in EBITDA

Assumptions: Annual ancillary generation of 3,000 GWh, energy generation of 1,500 GWh, ancillary price 63% of pool price, energy price 118% of pool price, $30 per tonne carbon price, and 0.37 CO2 tonne/MWh performance standard. Assumes other revenue to remain constant and TransAlta receives carbon offset credits.

2018 EBITDA

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40 40

Wind and Solar

OVERVIEW

  • ~70% of generation contracted with an

average capacity weighted contract life of 11 years

  • Canada’s largest generator of wind power

and one of the largest wind portfolios in North America

  • Experienced developer and operator of wind

OPERATING MODEL

  • Remote monitoring and operation
  • Extensive data enables optimization
  • Able to leverage our knowledge and

customer relationships to develop new sites

Highly contracted asset base

Coal $185 Gas $364 Wind/Solar $211 Hydro $96 Energy and Marketing $33 2018 SEGMENTED CASH FLOW ($ MILLIONS)1

Ardenville 1) Adjusted to exclude the $157 million received during the first quarter of 2018 related to the Sundance B and C termination payment. Gas segment includes the Mississauga and Poplar Creek contributions.

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41 41

Natural Gas

Long-term contracted cash flows

OVERVIEW

  • Over 90% of generation contracted
  • 7 year weighted average contract life
  • Total owned capacity of 1,287 MW
  • 837 MW in Canada contracted to large

industrials and energy producers

  • 450 MW in Australia for large mining
  • perations and all revenue from capacity

payments CUSTOMER FOCUS

  • Sites designed and built to supply customer

needs

  • Excellent track record of extensions beyond
  • riginal contract term

Coal $185 Gas $364 Wind/Solar $211 Hydro $96 Energy and Marketing $33 2018 SEGMENTED CASH FLOW ($ MILLIONS)1

South Hedland 1) Adjusted to exclude the $157 million received during the first quarter of 2018 related to the Sundance B and C termination payment. Gas segment includes the Mississauga and Poplar Creek contributions.

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42 42

Natural Gas Re-Contracting

Windsor (36 MW) Southern Cross (245 MW) Fort Saskatchewan (35 MW) Ottawa (37 MW) Years Extended 15 10 10 20 Parkeston (55 MW) 10

Sarnia

  • TransAlta’s current customer and IESO contracts extend to the end of 2022 and 2025
  • In active discussions with the IESO, government, existing and prospective customers on

contract extensions and new contracts

SUCCESSFULLY RE-CONTRACTED GAS FACILITIES CURRENT FOCUS FOR RE-CONTRACTING

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SLIDE 43

43 43

5 10 15 20 25 Akolkolex, BC South Hedland, WA Windrise, AB Windcharger, AB Skookumchuck Wind, WA Antrim, NH Kent Hills, NB Big Level, PA Lakeswind, MN Mass Solar, MA Ottawa, ON Le Nordais, QC New Richmond, QC Windsor, ON Kent Breeze, ON Bone Creek, BC Poplar Creek, AB Galetta, ON Appleton, ON Moose Rapids, ON Fort Saskatchewan, AB Wolfe Island, ON Ragged Chute, ON Wyoming Wind, WY Melancthon, ON Misema, ON Parkeston, WA Upper Mamquam, BC Centralia, WA McBride Lake, AB Sarnia, ON Southern Cross, WA Pingston, BC Average capacity weighted contract life of ~11 years

Contracted Cash Flow Base

REMAINING CONTRACTED LIFE OF ASSETS1 (YEARS)

1) Excludes Alberta coal and hydro assets currently under Alberta PPAs (PPAs expire at the end of 2020).

CONTRACTEDNESS BY EBITDA IN 2021 (%)

  • Highly contracted portfolio

Long-Term Contracts Thermal Merchant Hydro Merchant Wind Merchant

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SLIDE 44

44 44

Role of Trading & Marketing

In-house Trading & Marketing provides unique optimization and customer

  • pportunities

Optimize Centralia, Ontario and Alberta merchant portfolio including environmental products, hydro, wind, natural gas and coal

Asset Optimization

Standard and customized products for wholesale, commercial and industrial customers

Connect customer needs with growth opportunities

Customer Solutions

Balanced portfolio of real-time, day-ahead and term trading in gas and power to assist in price discovery and asset

  • ptimization

Proprietary Trading

Forecast pricing changes due to changing regulatory rules, technology trends and supply / demand fundamentals

Market Pricing & Trends

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SLIDE 45

45 45 45

Wayne Collins Executive Vice-President - Generation Brett Gellner Chief Business Development Officer

Conversion to Gas Well Underway

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46 46

Key Messages - Gas Conversion Strategy

  • Execution of strategy to convert the coal units to gas well underway
  • Significant benefits from converting to natural gas
  • Investments generate strong cash flows and returns
  • Positions the fleet to be highly competitive during all market conditions

Plan positions the fleet as a low-cost energy provider under an energy-only market

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SLIDE 47

47 47

Targeted Conversion Plans

2020 2021 2022 2023 2024 2025

Sun 6 KPH 2 KPH 1 Sun 5 KPH 3 KPH 1

  • Boiler Conversion
  • Repowered Combined Cycle

LEGEND

  • Base plan involves three boiler conversions in the 2020 to 2021 period, and two

repowered into combined cycles straddled approximately a year apart

  • Keephills 1 and Sundance 5, the two future repowered combined cycle units, will either co-fire

until repowered or potentially be converted to 100% gas via a boiler conversion, as the carbon savings are significant

  • Options for Sundance 3 and 4 will be evaluated in the 2020/2021 timeframe and be based on

long-term market fundamentals

  • The plan presented assumes there are no delays in securing 100% of natural gas supply

requirements that may result from regulatory or other constraints Sun 5

  • Co-fire or Boiler Conversion
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48 48

Simplified Business Operations Through Boiler Conversions

Coal Supply Mine Ash Plant

Coal To Gas Boiler Conversion Coal Operation

Generator Turbine Cooling Pond Boiler Precipitator Condenser Mills Generator Turbine Cooling Pond Boiler Condenser Natural Gas Ash System Transmission Transmission

Complex mining and coal handling replaced with pipeline

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SLIDE 49

49 49

Facility Integration

New Infrastructure Existing Infrastructure Generator Steam Turbine Cooling Pond HRSG1 Condenser Natural Gas Transmission Generator Gas Turbine Transmission Air

Repowered Combined Cycle – Leveraging Existing Assets

  • New repowered combined cycle facilities will generate steam and electricity
  • Electricity will connect to the grid via the existing substation
  • Steam created in the HRSG1 will be sent to existing steam turbine
  • Existing steam turbine will spin associated generator creating electricity

1) HRSG – Heat Recovery Steam Generator

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SLIDE 50

50 50

Repowering to Combined Cycle – Proven Success

  • Eight coal units have been successfully repowered in North America with more currently

underway

  • Below highlights one of these repowerings which has been successfully operating since

2009

Unit 4 Gas Turbine 147 MW Unit 5 Gas Turbine 147 MW Unit 7 Steam Turbine 160 MW Total 454 MW

XCEL ENERGY’S RIVERSIDE REPOWERED UNIT

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51 51

Construction

Timeline for the Repowered Combined Cycle Units

Construction Regulatory Approval FNTP¹ Regulatory Submission LNTP¹ COD¹

  • Both units will be permitted concurrently
  • Construction will occur approximately one year apart to optimize construction schedule

and provide flexibility if market fundamentals change 2020 2021 2022 2023 2024 2025

Regulatory Submission LNTP¹ Regulatory Approval FNTP¹ COD¹

Sundance 5 Repowered Unit Keephills 1 Repowered Unit

1) LNTP-Limited Notice to Proceed, FNTP-Full Notice to Proceed, COD-Commercial Operation Date

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52 52

Capital Expenditures For Alberta Converted Fleet

ESTIMATED CUMULATIVE CAPITAL COSTS FOR ALBERTA CONVERTED FLEET (2020 – 2024) ($ MILLIONS)

  • Normal turnaround maintenance work will be completed in parallel with conversions

$- $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 One Repowering Two Repowering Sustaining Other Life Extension Boiler Conversions Repowering

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53 53

Work Completed and Underway

  • Received regulatory approval to convert to gas for all Sundance and Keephills units
  • Pioneer Pipeline reached COD in last May, four months ahead of schedule
  • EPC contractor selected for Sundance units and Keephills 1 & 2
  • Issued FNTP for boiler conversion at Sundance 6
  • Issued LNTP for Keephills 2
  • Request for Proposals underway for EPC contractor for Keephills 3
  • Selected Owner’s Engineer for repowering of Sundance 5 and Keephills 1
  • Entered into carbon cost benefit sharing agreement with the Balancing Pool for

Keephills 1 & 2 until PPA expires December 31, 2020

  • Discussions underway for additional pipeline capacity to provide reliability
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54 54

Significant Benefits from Converting to Gas

  • Attractive investment returns
  • Significantly extends life of the fleet
  • Significantly lowers operating, capital and carbon costs
  • Natural gas is in abundant supply and competitively priced
  • Avoids significant expenditures on NOX and SOX
  • Low capital and outage time for boiler conversions
  • The brownfield repowered combined cycle has a capital cost 40 – 50% lower than

greenfield combined cycle or cogen

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55 55

  • 500

1,000 1,500 2,000 2,500 3,000 One Repowered Combined Cycle Two Repowered Combined Cycle

Significant Extension of Asset Life

  • Conversion strategy significantly extends the life of the assets
  • The boiler converted units potentially can be repowered to combined cycle at the end
  • f their regulatory lives, adding additional life to the fleet

ASSET LIFE

Potential Future Repowered Combined Cycle

End of fleet life if remain on coal

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56 56

Significant Expected Alberta Gas Conversion OM&A Reductions

  • Converting to gas results in significant reduction in OM&A costs

OPERATION, MANAGEMENT & ADMIN COSTS ($ MILLIONS)

Assumes two repowered combined cycle units.

$- $25 $50 $75 $100 $125 $150 $175 $200 2017 2018 2019 2020 2021 2022 2023 2024 2025

Increase in OM&A costs in 2024/2025 due to planned commissioning of repowered combined cycle units

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57 57

Significant Capital Reductions

  • Converting to gas also results in significantly lower sustaining capital requirements and

eliminates mining capital

AVERAGE ANNUAL SUSTAINING AND MINING COSTS ($ MILLIONS)

$- $20 $40 $60 $80 $100 $120 $140 2016 - 2018 Average Post Conversion Sustaining Mine

Assumes two repowered combined cycle units.

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58 58

Gas Conversion Strategy – Key Objectives

  • Balance between:
  • Establishing a portfolio of low marginal cost units; and
  • The amount of capital reinvested in the Alberta business
  • Previously pursuing only one repowered combined cycle when capacity market was

being considered

  • Pivoted to two repowered combined cycle units with retention of energy-only

market

Positions the fleet to generate strong cash flows and be highly competitive in the energy-only market over the long term

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59 59

$- $5 $10 $15 $20 $25 $30 $35 $40 Coal $1.50/GJ $2.00/GJ $2.50/GJ $1.50/GJ $2.00/GJ $2.50/GJ Fuel Emissions¹

Competitive Variable Costs

  • TransAlta’s conversion strategy will result in a highly competitive fleet

VARIABLE FUEL AND EMISSIONS COSTS¹ ($/MWH)

BOILER CONVERSION REPOWERED COMBINED CYCLE

Gas Price Gas Price

1) Analysis based on a sub-critical unit, $30 per tonne carbon price, and 0.37 CO2 tonne/MWh performance standard. Emission costs include carbon and, in the case of Coal, mercury, NOx and SOx. Analysis will vary by unit depending on heat rate and capacity factors.

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60 60

Competitive Capital Costs

  • Repowering of existing sites into combined cycle units requires significantly less

capital than a new combined cycle or cogen plant

$0 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 $1,800 $2,000 Boiler Conversion Repowered Combined Cycle¹ Greenfield Combined Cycle and Cogen²

CAPITAL COSTS ($/KW)

1) Preliminary estimate only. 2) Sources: Sept, 2018 AESO Cost of New Entry Analysis report by The Brattle Group and Sargent & Lundy, cost of most recent combined cycle projects in Alberta and recently announced new cogen plant in Alberta.

Significant Capital Advantage versus New Build

Range

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61 61

Emission Savings Pay for Boiler Conversions in < 1.5 Years

  • ~$18/MWh CO2, NOx, SOx

and mercury savings from converting from coal to gas

EMISSION COSTS PER MWH EMISSION SAVINGS AND PAYBACK – 400 MW UNIT

$- $5 $10 $15 $20 $25 Coal Boiler Conversion - Gas Fuel

  • 0.2

0.4 0.6 0.8 1.0 1.2 1.4 1.6 $- $10 $20 $30 $40 $50 $60 40% 60% 80% Payback (years) Emissions Savings ($millions/year) Capacity Factor 400 MW Unit

Emissions Savings - Left Scale Payback (Years) - Right Scale

  • $25 to $50 million per year in

emission cost savings for a 400 MW unit

  • Savings pay off the capital

costs to convert in less than 1.5 years

  • Lower operating & capital costs

going forward and avoids ~$40 million in NOx/SOx compliance capital

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62 62

Repowered Combined Cycle is a Highly Attractive Investment

  • Repowered units, compared to greenfield units, generate very attractive returns due to

their low capital costs and equivalent heat rates

INVESTMENT TO EBITDA MULTIPLES

Analysis based on $2.00/GJ natural gas price.

7.3x 4.6x 3.4x 2.6x 10.1x 6.7x 5.0x 4.0x 0.0x 2.0x 4.0x 6.0x 8.0x 10.0x 12.0x $40 $50 $60 $70 Investment per EBITDA Energy Prices ($/MWh) Repowered Combined Cycle Greenfield Combined Cycle

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63 63

$- $100 $200 $300 $400 $500 $600 $700 $800 $50 $55 $60 $65 $70 EBITDA ($ millions) Energy Price ($/MWh) Boiler Conversion Repowering Off-Coal Payments $- $100 $200 $300 $400 $500 $600 $700 $800 $50 $55 $60 $65 $70 EBITDA ($ millions) Energy Price ($/MWh) Boiler Conversion Repowering Off-Coal Payments

Significant Alberta Repowered Fleet EBITDA Potential

  • Once converted to gas, Alberta coal fleet is expected to generate strong cash flows

EBITDA WITH ONE REPOWERED COMBINED CYCLE

2019 Expected EBITDA 1) Sensitivity analysis assumes $2.00/GJ natural gas price and $30/tonne carbon price. Analysis also assumes 16,000 GWh of production under the One Repowered case, and 18,000 GWh under the Two Repowered case.

EBITDA WITH TWO REPOWERED COMBINED CYCLE (BASE CASE)

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64 64

Pioneer Pipeline

PIPELINE CONSTRUCTION FIRST GAS FLOWING 4 MONTHS AHEAD OF SCHEDULE

  • 130 km 20” natural gas pipeline from Tidewater Midstream’s Brazeau facility to

TransAlta’s Sundance and Keephills facilities

  • Commissioned four months ahead of schedule
  • 50/50% ownership with Tidewater
  • TransAlta’s initial commitment: 139 TJ/day for 15 years
  • Pipeline has the capacity to deliver up to 440 TJ/day

Pioneer Pipeline Completed

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65 65

Significant Gas Consumer

  • TransAlta’s daily natural gas requirements are expected to be in the range of 350 – 400

TJ per day on average once fully converted1

  • In active discussions with various third parties regarding additional gas supplies and

pipeline capacity to ensure long-term reliability and needs

50 100 150 200 250 300 350 400 Jan - May 2019 Jun - Aug 2019 2020 2021 2022 2023 2024 2025 Pioneer Pipeline Commissioned

PROJECTED AVERAGE DAILY GAS REQUIREMENTS (TJ/DAY)

1) Assumes two repowered combined cycle units

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66 66

Summary

  • TransAlta’s strategy to convert fully to natural gas is on track
  • Existing infrastructure allows TransAlta to invest in very attractive returning opportunities
  • Pursuing two repowered combined cycle units straddled 12 months apart to provide

decision and construction flexibility

  • Significant EBITDA and cash flow from fleet once the units are fully converted

Competitively positioned to provide low-cost, reliable power to Alberta consumers

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SLIDE 67

67 67 67

Break

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SLIDE 68

68 68 68

Renewable and On-site Generation Growth

Aron Willis Senior Vice President, Growth

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SLIDE 69

69 69

  • Growth strategy remains disciplined and focused
  • Significant investment already advancing
  • Over $800 million of announced projects
  • 3 wind farms under construction, two expected to reach COD in late 2019
  • 207 MW Windrise project in Alberta starting construction in 2020
  • Competitive strengths position us to continue to succeed in target markets

Key Messages

Strong track record of growing fleet and positioned to continue to build on this success

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70 70

Growth Focus

On-Site and Cogeneration

Expand our fleet of on-site generation projects in Canada, the U.S. and Australia

Extensive history of on-site generation extends back to the early ‘90s

Our experience and our team make us a strong partner as an on-site generation

  • wner/operator

Strong pipeline in place

Leverage existing relationships to grow with our customers

Renewables

Focus our renewables growth efforts on the U.S. corporate market

Added five wind farms and a solar farm in the U.S. over the last five years

Demand for new wind in the U.S. expected to grow ~10 GW per year in the near term and ~5 GW onwards

Focus on growing and broadening corporate PPA market

Continuously evaluate opportunistic acquisitions

Focus on Customers

Building relationships through direct contracts to supply an identified need

Current Pipeline under evaluation –

900 MW

Current Pipeline under evaluation –

2,000 MW

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71 71

Centralia 1340 MW Genesee 3 495 MW

Successful Growth Track Record

Soderglen 71 MW Blue Trail 69 MW

Melancthon II 132 MW

Meridian 215 MW Poplar Creek 230 MW

1990 1995 2000 2005 2010 2015 2020+

Chihuahua III 259 MW Taranaki 376 MW Sarnia 506 MW Southern Cross 245 MW Wolfe Island 198 MW Pierce 150 MW Wyoming 144 MW

Solomon 125 MW Fort Sask. 118 MW South Down 114 MW Parkeston 110 MW

Mississauga 108 MW Le Nordais 99 MW Kent Hills 96 MW Wintering Hills 88 MW McBride Lake 75 MW Ottawa 74 MW Windsor 72 MW Summer view 70 MW Ardenville 69 MW

Melancthon 68 MW

Summer view 2 66 MW

New Richmond 66 MW Lakes wind 50 MW Fort Nelson 45 MW Pingston 45 MW Castle River 44 MW Kent Hills 2 24 MW Mass. Solar 20 MW Kent Breeze 20 MW Upper Manquam 25 MW

CHD Small Wind 51 MW CHD Small Hydro 45 MW

Developed Acquired

South Hedland 150 MW

Wind Charger 10 MW

Kent Hills 3 17 MW

Big Level 90 MW

Antrim 29 MW

Windrise 207 MW

Skookumchuk 67 MW

Centralia Gas 228 MW Campeche 252 MW

Renewables Gas/Coal

Piedra del Aguila 1400 MW

Yuma 50 MW

Power Resources 212 MW Saranac 245 MW Imperial Valley 327 MW

Wailuku 10 MW

Keephills 3 495 MW

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SLIDE 72

72 72

TransAlta’s Competitive Advantage

On-Site and Cogeneration

An ideal site partner bringing over

25 years of exceptional safety and

  • perating excellence to a customer’s site

Deep technical design expertise with a customer-centric

approach to solution design and delivery

Construction and operating capabilities allowing us to deliver “start

to finish” solutions

Strong relationships with

equipment suppliers make us flexible in

  • ptimizing technology selection

Renewables

Early mover with one of the largest

  • perating wind portfolios in Canada

Extensive operating experience

including a centralized remote operations and monitoring centre

Experience across the entire project life cycle - development,

design, permitting, construction and O&M

A history of strong customer relationships on which to build a

portfolio of new projects

Supported by talented and highly experienced trading organization

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73 73

CHANGE IN INSTALLED GENERATION IN THE US - 2017 TO 2030 (GW)

U.S. Market Trends

Source: EIA Annual Energy Outlook 2019

Low Load Growth - Focus on efficiency slowing demand growth Decarbonization - Drive for global decarbonization firmly established Generation Transformation - Build-out of low to no emissions generation and shift away from larger baseload generation to modular scalable generation

  • 150
  • 100
  • 50

50 100 150 200 250 300 Retirements Growth

Combined and Simple Cycle Solar Wind Coal and Other Nuclear

slide-74
SLIDE 74

74 74 3.2 1.5 2.8 6.6 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 2015 2016 2017 2018

Market Trends - Corporate PPA Activity

Source: Renewable Energy Buyers Alliance

PUBLICLY ANNOUNCED CONTRACT CAPACITY OF RENEWABLE ENERGY PROCUREMENT IN THE U.S. (GW)

2018 Record Year:

  • Facebook: 1,895 MW
  • 27 new buyers
  • 10 new developers,

including TransAlta 21 31 32 76 Number of contracts 2019 expected to exceed 2018

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SLIDE 75

75 75

Significant Growth Underway

Projects Owned MW Capital Invested

(CAD$ millions)

Expected Returns Expected COD RNW

Big Level Wind 90 $225 - $240 High single digit Q4 2019 Antrim Wind 29 $100 - $110 High single digit Q4 2019

Potential RNW Drop- Down

Skookumchuck Wind1 67 $150 - $160 High single digit H1 2020 Windrise Wind 207 $270 - $285 High single digit H1 2021 WindCharger Battery2 10 $7 - $8 Low/Mid teens H1 2020 Total $752 - $803

1) Represents TransAlta’s ownership of 49 per cent. 2) Capital investment represents TransAlta portion.

Expect to invest $750 to $800 million in TransAlta and TransAlta Renewables in high returning projects

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76 76

Existing Projects – Big Level

Location:

Potter County, Pennsylvania 90 MW Capacity

Asset funded by TransAlta Renewables

$225 - $240 Million

Capital Cost

15-Year Contract with Microsoft

All Components Delivered to Site Construction well underway

COD - Q4 2019

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SLIDE 77

77 77

Existing Projects – Antrim

Location: Antrim,

New Hampshire 29 MW Capacity

Asset funded by TransAlta Renewables

$100 - $110 Million

Capital Cost

20-Year Contracts with Partners Healthcare

and

New Hampshire Electric

Construction 90% complete

COD – Q4 2019

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SLIDE 78

78 78

Existing Projects – Skookumchuk

Location:

Centralia, Washington 67 MW Owned Capacity

TransAlta’s Share - 49%

$150 - $160 Million

Capital Cost (TransAlta’s 49% share)

20-Year Contract with Puget Sound Energy

Construction underway

COD – H1 2020

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SLIDE 79

79 79

Existing Projects – WindCharger

Location:

Summerview II Windfarm, Alberta 20 MWh Capacity

10 MW x 2 hours

Alberta’s First

Utility Scale Battery Installation

$13 - $15 Million

50% of Capital Cost to be funded by Emissions Reduction Alberta Battery order placed - Tesla

COD – H1 2020

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80 80

Existing Projects – Windrise

Location:

Pincher Creek, Alberta 207 MW Capacity $270 - $285 Million

Capital Cost

20-Year Contract with Alberta Government

Detailed design phase, turbine

  • rder placed

COD – H1 2021

Photos show a computer rendering of what the site will look like once constructed

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81 81

Growth Projects EBITDA

EBITDA GENERATED BY NEW ASSETS ($ MILLIONS)

1) Windcharger, Windrise and Skookumchuck are potential drop-down candidates to TransAlta Renewables. 2) Antrim / Big Level EBITDA excludes tax equity Production Tax Credits (PTCs).

$0 $10 $20 $30 $40 $50 2019 2020 2021 2022 Windcharger¹ Windrise¹ Skookumchuck¹ Big Level/Antrim²

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82 82 82

Todd Stack Chief Financial Officer

Financial Plan

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83 83

Prudent Capital Management

  • Balance sheet well positioned to support strategy
  • Plan in place to fund conversion strategy and renewables growth
  • Prudent capital allocation strategy
  • New dividend policy
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84 84

TransAlta Deconsolidated FFO

1,2) Refer to Forward Looking Statements (slide 2)

TRANSALTA 2018 DECONSOLIDATED FFO1 ($ MILLIONS)

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SLIDE 85

85 85

Prudent Capital Allocation and Dividend Policy

Deconsolidated FFO¹

Sustaining & Productivity Capital² Amortizing Debt Preferred Share Dividends Common Share Dividends

  • Clean energy

investments

  • Debt Reduction
  • Share Buyback

25 – 35% 6 – 8% 8 – 10% 10 – 15% 30 – 50%

New dividend policy

Dividend policy of 10 to 15% of TA deconsolidated FFO

1) Refer to Forward Looking Statements (slide 2)

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86 86

Success in Reducing Senior Recourse Debt

  • Targeted $1.2 billion of net senior recourse debt expected to be reached in 2020

TRANSALTA SENIOR RECOURSE DEBT ($ BILLIONS)

$3.4 $2.8 $2.3 $1.8 $1.4 $1.2 $0.0 $0.5 $1.0 $1.5 $2.0 $2.5 $3.0 $3.5 2015 2016 2017 2018 2019E 2020E

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SLIDE 87

87 87 Net recourse debt Net recourse debt Preferred shares Preferred shares Non-recourse debt Non-recourse debt Brookfield investment Brookfield investment 0x 1x 2x 3x 4x 5x Today Post Hydro PPA

Deconsolidated Balance Sheet - Debt Metrics

  • Debt/EBITDA target of ≤3.0x achieved post PPA

TAC DECONSOLIDATED DEBT/EBITDA METRIC1

Achieve target with further debt reduction and increased cash flows Target Debt/EBITDA

  • f ≤3x

1) Refer to Forward Looking Statements (slide 2). TransAlta’s deconsolidated EBITDA can be calculated by subtracting the midpoint of TransAlta Renewables’ 2019 EBITDA guidance from the midpoint of TransAlta’s 2019 EBITDA guidance.

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88 88

DECONSOLIDATED SOURCES AND USES 2020-2023 ($ MILLIONS)

$0 $500 $1,000 $1,500 $2,000 $2,500 $3,000

Sources Uses

Debt Issuance1 Brookfield Investment RNW Dividend Adjusted FFO2 Cash on Hand Cash (Ending 2019) 2022 Bond 2020 Bond Common Dividend Preferred Dividend Share Buyback Amortizing Debt Growth Capital NCI Distributions Draw on Credit Facility

Minimal use of credit facility needed to bridge funding requirements of a two repowered combined cycle scenario

1) Assumes refinancing of 2022 debt. 2) Adjusted FFO is equal to deconsolidated FFO less sustaining and productivity capital.

Deconsolidated Sources and Uses

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Funding Plan – TransAlta Renewables

New projects supported by project-level debt Tax equity will be utilized for U.S. projects that have tax credits Opportunity to raise $400 - $600 million of additional debt against existing assets Additional sources of capital include:

  • Excess cash flows
  • DRIP
  • Partnerships
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8.7x 10.1x 7.5x 2.9x

0.0x 2.0x 4.0x 6.0x 8.0x 10.0x 12.0x TA¹ RNW TA Excluding RNW TA Excluding RNW and Hydro

Attractive Equity Entry Point

  • Market is assigning a very low multiple to TransAlta’s thermal fleet based on the current

market prices for TransAlta Renewables and value of TransAlta’s Hydro assets

  • Merchant U.S. power companies trade closer to 6 – 8x EBITDA, implying a significant

uplift in TransAlta’s current share price

Trading multiples of U.S. merchant IPPs3 Implied value lift of $4 to $7 per share above current share price

TEV/2019E EBITDA MULTIPLES

Annual EBITDA2 ($Millions) $925 $440 $485 $385

Note: Priced as at September 11, 2019. Balance sheet numbers reflect Q2 2019 value. Hydro value assumed to be $2.5 billion. 1) Includes market value of TransAlta Renewables and book value of TA Cogen. 2) Annualized EBITDA represents mid-point of 2019 Outlook for RNW and TA, and historical 5-year average hydro EBITDA of $100

  • million. 3) U.S. Merchant IPP peers include NRG Energy and Vistra Energy.
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Dawn Farrell Chief Executive Officer

Concluding Remarks

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Attractive Investment

Growing renewables and on-site business Leader in sustainability Disciplined capital allocation strategy Competitive Alberta business with strong returns Solid funding plan in place

A Leader in Clean Energy

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Visit us at the Investor Centre on TransAlta.com Investor_relations@transalta.com 1-800-387-3598